Conflict Prevention Director Courses

Managing the Science of Human Systems Design in Conflict Prevention

Design is the missing link in Conflict Prevention.  However, design is an advanced discipline that requires knowledge of several subject matter areas. Design is a philosophy, a science, and a methodology.  Moreover, design can become a great art form.  This course presents design from a Human Science perspective and introduces the core territory of design.

Design is the missing link of human progress.  It is the creative and innovation dimension of human achievement. Design Inquiry is the essential prerequisite to building, implementing, and maintaining a realistic Conflict Prevention Program. This course establishes a framework for engaging in the Human Science of Design Inquiry.

Managing Principle One: Facilitate Self-Control by Employing Commitment Devices

Scarcity of cognitive capabilities affects everything about our lives. This course clarifies the use of technology in enabling us to better manage our inconsistent commitment patterns.

Everyone has trouble with commitment every now and then.  This course enables us to better understand and master this personal challenge and do something about it using specialized technologies.

Managing Principle Two: Reduce the Need for Self-Control 

"Get yourself under control!" How many times have you told yourself this? Or, heard from others?  We all have.  This is not so easy to do.  It is a lifetime struggle. Even monks struggle with it.  This course will discuss counter-intuitive strategies that reduce the negative impact of your scarcity of self-control. A powerful way to tackle the difficult problems caused by your scarcity of self-control is to find ways to reduce the need for you to exert self-control.  This course clarifies several potent strategies that can rescue you from this impossible to avoid challenge.  

Managing Principle Three: Remove Impediments to Choosing

People do not enjoy making choices.  Human science has discovered a few ways to overcome this obstacle to human success.  Take this course to learn how to make enable your teams to make potent choices. When people are disinterested in something, they remain passive about choices.  If they do nothing they accept whatever happens. Now that business is more complex than ever, this is a severe weakness in human nature. On the upside, it enables people to focus on what matters to them. On the downside, it gives other people power over them that they may not like. This course explores this and provides insights about what to do reduce the danger of this human tendency. 

Managing Principle Four: Use Micro-Incentives 

"A little goes a long way." We have heard that for years.  Guess, what?  Human Science has demonstrated the merits of this intuitive wisdom. This course examines the power of these little helpers and presents several strategies for using micro-incentives to build workplace performance.  Human Science has found that “micro-incentives” affect workplace performance in uniquely important ways. Managers can employ these to both increase and decrease targeted activities to improve individual and team results.  This course explains the power of micro-incentives and identifies several strategies for using them successfully. 

Managing Principle Five: Reduce Inattention Reminders and Implementation Intentions

Everyone forgets something every day.  It could be anything, but we just forgot it: A meeting, a commitment to deliver something, a returned call.  Whatever. Forgetting can become serious and mess up a project.  Things do not need to get this bad. This course tells you what works to change all of this.  It is easier than you think. 

Today, people run to technology for everything: Entertainment, business, education, and social relationships. Technology can do a lot to ease our lives or complicate them. When difficulties arise, people rush to find a technical solution. Behavioral Science offers insights that provide guidance during these situations.  This course enables you to leverage Behavioral Science top use technology better.

Managing Principle Six: Maximize the Impact of Messaging, Framing Effects, Social Comparisons, Norms 

This course covers the art and technology of messaging critical ideas and concepts. It presents behavioral insights that minimize confusion and reduce the emergence of conflict. Human Science provides several seminal principles about the content and framing of modern messaging that can enhance its effectiveness to better realize its objective in a conflict free manner. This course presents a framework for proceeding with a Human Science approach.

Managing Principle Seven: Frame Messages to Match Mental Models

If you really want to understand the people around you and learn to communicate with them more clearly, learn about their mental models. Learn something about how they see the world. Then communicate based on the deeper level of understanding. This course assists you with this type of conflict reducing messaging. When it comes to communicating an important message to colleagues and friends, human beings live in a world that is more wrong than right more opinionated than factual more wrong than right.  This course enables you to better navigate such an environment and communicate more effectively to prevent conflict. 

Understanding Mental Models in Conflict Prevention

Mental Models reflect our view of the world and influence much of what we do, think, and believe in the world. This course explores Mental Models and the role they plan in Conflict Prevention. Models are only models.  Mental Models present conceptual interpretations of reality as the observer "imagines" reality through re-constructed reality outside the mind. People never "have" mental model. They think them because they proceed through the thinking process.  In the process of constructing Mental Models, an observer engages in a number of mental operations such as encode and decode information.  Mental Models are both very powerful and numerous. 

Managing Test and Redesign Mental Models When Engaging in Conflict Prevention

Everyone has a mental model that governs their life.  People begin to develop their mental models very early and carry them until the end-of-life.  Mental models can be highly functioning, or disastrous. Highly effective people evolve their mental models throughout their entire lives. This course examines the design and redesign of mental models and how to take charge of your life using potent mental models. Human Science contributes to our understanding of the role of mental models in living a productive life. This course guides you the mental models design, re-design, and testing process.

Mastering Newkirk’s Ten Laws Governing the Scarcity of Attention When Engaging in Conflict Prevention

Everyone suffers from a scarcity of attention. Dr. Raymond L. Newkirk has identified the Ten Laws that enable you to govern the scarcity of attention. The scarcity of attention impacts everyone and everything they do. This course presents the ten laws that define how much you can influence the scarcity of attention. 

Managing Newkirk’s Ten Laws Governing the Scarcity of Self-Control When Engaging in Conflict Prevention

Without self-control human life is miserable.  Self-control expands one's experience of reality.  Self-control connects people to colleagues and friends in deeper ways than possible without self-control.  This course explains how you can master self-control and become a more potent individual in the workplace.  

Self-Control is a measure of a person's maturity, wisdom, and encounter with the world. Philosophers and mystics tell us that the greatest challenge in life is the mastery of oneself.  Self-Control is a sign of such mastery.  It is the path by which one become a fully functioning human being, a person running on all cylinders.  This course helps you get there. Without self-control, you live a more narrow life regardless of where you find yourself.  It is a mystical mystery, but a mystery to be lived. 

Managing Newkirk’s Ten Laws Governing the Scarcity of Cognitive Capacity When Engaging in Conflict Prevention

Everything in human experience is scarce, eventually.  Cognitive capacity is scarce all continually.  No matter how much we have, it is never enough when it comes to the "heavy lifting". This course discussed this problem from the Human Science perspective and tells you what you can do to overcome this challenge in life.   

You are no more and no less that what you are.  What you are in many ways is a mystery.  We are all walking mysteries, especially to ourselves.  No kidding.  Nowhere does this mystery raise its interesting head than when we attempt to use our cognitive capacity on really taxing situations.  This course discussed this problem of human nature and presents strategies for managing it.

Managing Newkirk’s Ten Laws Governing the Scarcity of Understanding When Engaging in Conflict Prevention

About one-third of everything we believe we know is fantasy.  It is not connected to "what is."  It is really difficult to know reality.  It can be discouraging and threatening.  For many reasons, human beings have to endure a scarcity of understanding.  A lack of cognitive horsepower is one of the reasons.  Whatever the reason, we can do better.  This course leads you through the challenge of overcoming your scarcity of understanding. 

Our understanding of reality is interpretative.  You interpret what comes into your mind.  Sometimes you are right, most times you are not.  The less you have to interpret reality the better off you are.  However, there are different kinds of interpretation: active and passive.  Passive interpretation dominates human life.  We live with cognitive filters and cognitive capacities.  This course enables us to better understand our scarcity of understanding and then do something about it to reduce the influence it has on our lives.   

Classifying Systems Types: Part Twelve  

This course continues with the examination of EGS Principles.  It discusses the concept of problem formation in organizations and gins to explore the dimensions that form an Evolutionary Guidance System. Over the decades, Thought Leaders have offer a range of definitions tells us what C-Level executives do for their organizations. For example, we are told that the Chief Executive Officer (CEO) is the "person in charge". Or, the CEO is the number one advocate for the company.  or, the CEO is the number one spokesperson for the company. Everyone has a different opinion about this role, and every other C-Level role.  These opinions really fall short.  In reality, the CEO works with his C-Levels to "successfully evolve the company into the future" using a self-guided evolutionary process. If your C-Levels are not doing this, you should get your money back.  The series of courses provides a framework for people at the C-Level to successfully evolve their companies into the future.  

Classifying Systems Types: Part Thirteen 

This course continues with an examination of the Economic, Ethics, and Moral dimensions of the idealized Evolutionary Guidance System.  It move one from the how of the Evolutionary Guidance System to the why?  This is essential to understanding the goals and purpose of any organization. 

Why is Conflict Prevention important to your organization?  Why should you care?  What is your perspective on how the workplace should function?  Do you know much about how your workplace should assist your employees with achieving their goals or purpose? What do you know most, the how of the workplace or the why?  Do you understand the limits of "how thinking" and the freedom of "why thinking"?  This distinction is essential to he quality of life in the workplace.  The Evolutionary Guidance System is your road map to understanding  this distinction. This series of course is your road map for leveraging the EGS Model to accelerate Business Value Realization.  

Building a Coaching Framework for Conflict Prevention: Part Four  

This course examines the coaching task and relationship related roles of coaching. It further describes two important coaching models used around the world. These models facilitate coaching on teams designed to introduce Conflict Prevention programs in organizations. This course examines the Turner and Kubler Models of coaching engagement.  This includes the abilities, and skills of the coach.  This course complements the Applied Intuitive Solutions delivered by our intelligent on-demand platform. 

Building a Coaching Framework for Conflict Prevention: Part Five  

The Association of Management Consulting Firms has adopted a formal coaching model. This course introduces the AMCF Coaching Model by presenting the Model's core characteristics. This Model enables the coach to better understand human relations from the perspective of formal coaching. The course identifies the significant characteristics of the successful AMCF coach and defines the requirements and conditions of a successful coaching relationship.  

Building a Coaching Framework for Conflict Prevention: Part Six 

This course begins an examination of the fourth formal coaching model.  The Association of Management Consulting Firms offers a model of coaching that adds a level of discipline not present in ad hoc coaching models. This model enhances the coaching process by focusing on the objective side of coaching.  It reminds coaches that although coaching is an inter-personal process seeking deep personal change, it is also an objective process that brings more rigor to the change process using psychological objectivity derived from the behavioral sciences.

Building a Coaching Framework for Conflict Prevention: Part Seven 

This course explores the psychological characteristics of the AMCF Model of formal coaching. It begins by exploring the challenge of psychological maturity for coaching.  

For the AMCF, psychological maturity refers to the ability to take needed action in a controlled way without being diverted from an ethical course by external pressure.  Psychological maturity is about personal strength, ethics and morals, wisdom and discernment, patient and deliberation, trust and confidence, leadership and followership, self-confidence and inspiration. Psychological Maturity contain only two words, but the implications are infinite and evolutionary.  Psychological maturity is all about self-guided evolution.  Psychological maturity is about being an authentic human systems thinker who cares about workplace relationships and their implications. 

Building a Coaching Framework for Conflict Prevention: Part Eight 

This course introduces the Bellman Formal Coaching Model.  This model is all about delivering something of value to the client.  The client must gain something, even if the result differs from original expectations. This coaching model focuses on the delivery of a process that changes the client's perspective. The Bellman Model of Coaching is all about unleashing the authenticity of the client so that he or she may really live as a potent human being. The coach works to assist the client with freeing him or herself from a perspective that holds the client back.  The coach works to expand the client's perspective.  The coaching process is designed to free the client from false and unrealistic perspectives that impede the client'[s emotional and cognitive growth.  

Building a Coaching Framework for Conflict Prevention: Part Nine 

The Bellman Model of Coaching moves beyond a focus on objective good and betters, and explores deeper inter-personal challenges such as Friendship. This Model goes beyond mere actions and assists the client with exploring the meaning of the client's life. Here, the client explores the grand concepts, and challenges, of friendships, accomplishment, expertise, the coach and client relationship, and even the standards and benchmarks of coaching success.

Building a Coaching Framework for Conflict Prevention: Part Ten

 This course concludes the series about the five formal models commonly used to build a coaching framework around the world. Most people can find a model from one of these and learn to become a successful coach.

 Successful coaching requires knowledge, skills, insight, and the right sized heart.  Remember the two core coaching questions: What's in it for me?  What's in it for them?  The first question is the most difficult. people often fall into coaching because it seemed like the thing to do.  Who needs training and development to become a coach? Everyone.

Building My Coaching Skills for Conflict Prevention: Part One

This is the first course in a series that will assist you in developing your most essential coaching skills.  You will learn that coaching is both a disciplined skills and an art.

Although many coaching skills are crucial to coaching success, a small collection of skills will form a framework that enables you to accomplish much in a short time.  In this series, you will learn about the models and skills that respond to a number of coaching challenges.

Building My Coaching Skills for Conflict Prevention: Part Two

Even many professionals remain confused about the differences among the three practices.  Even a large number of managers get these three practices mixed-up.  Coaching is not consulting, Coaching is not about written work products. This course enables you to master the differences and apply each practice appropriately.

Coaching has become an omnipresent process for every reason under the sky.  Coaches exist even to facilitate your enjoyment of your vacations. There are coaches, and then there are coaches.  This program is all about performance coaching.  Performance Coaching is both an art and a science. This series discusses coaching models, methodologies, process, and procedures. It covers hard and soft skills coaching. It presents coaching as a human systems discipline that can assist you in and out of the workplace.